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Product Development Engineering

Location:
Hampton Falls, NH, 03844
Posted:
May 25, 2017

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Resume:

Frank Stifter

* ********* ***** ******* *****, NH 03844 (c) 603-***-**** ac0htb@r.postjobfree.com

Technical Program Management

Technical Problem Resolution / Strategic Planning / Start-ups / New Product Launch Entrepreneur and Senior Leader: I have been fortunate to enjoy a variety of managerial and product development roles in companies from small venture backed startups to large brands such as Motorola, Analogic and Mueller Systems. Strategic Planning/Startups/New Product Launch: Over the past 25 years I have successfully used my engineering and leadership skills to develop and launch more than 50 products generating more than $1B in revenue. I have a track record of successfully reducing costs, streamlining operations and improving internal communications in a wide array of situations. Proven Record: I am skil led in engineering, program management and senior leadership including developing operations domestically and abroad; building and operating world-class engineering/development organizations; identifying revenue generating product features and delivering these to market on time with super ior quality. Well versed at facilitating intracompany communications.

International: My career has given me the opportunity to work with and develop organizations in both China and India. BS Electrical Engineering University of New Hampshire PMI Institute completed PMP coursework

Selected Achievements and Skills

Successfully managed at Analogic (2015-2017) the relocation of 4 active production lines to Shanghai China while maintaining 100% of revenue shipments, completed program on time and 10% under budget. Developed Program Management Office (PMO) at Mueller Systems (2013-2015), to streamline intra-business communications, improve quality and shorten time to market. Implemented a new server platform at Motorola (2010-2013), leveraging the latest off the shelf server technologies showing a two year ROI of 1000%.

Successfully developed at Broadbus Technologies (2002-2006) a 90 processor video switch fabric. With Botsford EcoTech Partners (2008-2010) successfully delivered an industry leading supply chain compliance and management application.

At Elm Environmental (2007-2008) successfully brought to market ELM (Equipment Lifecycle Management) SaaS application which was accepted by 100% of the reviewers. Lead to the successful acquisition and merger with Botsford EcoTech.

Skills: Strong written and verbal presentation abilities; highly personable and capable of working with a diverse set of managers and personalities. Proficient in problem solving and functioning under tight deadlines. Hands-on leader. Career Details

Analogic Corporation (2015-Present) Consultant, Operations Program Management Successfully manage the transition of several product lines to their Shanghai China production facility. o Lead the effort to relocate 4 primary medical Shanghai facility. Challenges primarily focused around organizing/coordinating 23 internal teams required to complete program. Managed teams in Vancouver Canada, Canton and Peabody Massachusetts, Denmark and Shanghai to complete all transfers on time and within budget. o Led NPI program to deliver the next generation of airport security checkpoint CT scanners for domestic and international deployments.

o Initiated cross functional NPI process improvement process with goal of improving quality and time to marke t. o Working with the CIO, initiated investigation into cognitive applications that could be used to improve security products. o Developed an Agile-Scrum development model for product development (HW and SW) to improve time-to-market goals Printed by BoltPDF (c) NCH Software. Free for non-commercial use only. Frank Stifter

9 Hillcrest Drive Hampton Falls, NH 03844 (c) 603-***-**** ac0htb@r.postjobfree.com As an external consultant I was brought in to help break down the walls between internal organizations to ensure revenue shipments were not missed as a result of assembly line transfers to Shanghai China. What was represented as 8 teams really turned out to be 23 teams all working independently of each other with minimal active program communication. I was able to set the necessary expectations to coordinate a multi -site plan covering an 18month period with 5 key milestones. These efforts resulted in 100% of milestones being achieved on time, 100% of revenue targets were met and the program was 10% under budget.

Mueller Systems, LLC (2013-2015) Director, Office of Program Management As director, I led Executive Staff and their extended teams to design and implement a product development phase process and identified key initiatives with high business value to implement business-wide. o Developed a multi-phase NPI process, associated training and SOP documentation. Transitioned all development programs into new process. Created process for executive level and dashboard reporting. o Worked with Product Management to characterize and prioritize ongoing programs into a technology roadmap. o Standardized program reporting format for monthly reviews by Executive Staff. o Managed software programs through Agile-scrum methodology; Hardware through waterfall methodology. o Develop KPI, risk and quality metrics for efficient reporting. o Directly managed NPI of new solid-state register. Targeted at 1Million units per year run-rate this program included management of a 3rd party contract manufacturer and development across 3 remote sites. o Led development of strategic initiatives list; developed method for assigning business value, prioritized and plan implementation.

A primary function in sett ing up any PMO is to get control of the work in front of the organization. This includes NPI, sustaining and manufacturing tasks each pulling on the same resource pool. When I arrived the team thought they were managing 7 projects; in reality they had 47 projects; none were running on time and each having significant quality issues. By force-ranking the project s using an ROI metric, I was able to focus on the most impactful programs to the business securing 90% of revenue; internal teams were able to make their own resource priority decisions and programs started running 95% on time. Through the PMO initiative we were able to start managing programs on time/quality/budget. Actio Corporation, Inc. (2010-2013) Product Management and Technical Operations Consultant I engaged with Actio to remedy product development challenges. o Managed SW development through Agile-Scrum methodology o Identified issues in existing products and defined a next generation compliance application market initiatives.

o Defined a product development process which allows for a clear definition of responsibilities, owners and deliverables throughout the lifecycle of a product.

o Implemented cross-organization reporting of ongoing development and customer status. o Assumed managerial role for quality organization; defined quality process and test procedures. o Manage India based outsourced design team

Through a set of process based initiatives, we were able to take a project which was 9 months behind schedule and deliver product to a key customer in 6 weeks allowing Actio to secure 10% of its annual revenue and meet the needs of 80% of its sales pipeline.

Motorola Mobility, Inc. (2010-2013) Engineering and Operations Consultant Printed by BoltPDF (c) NCH Software. Free for non-commercial use only. Frank Stifter

9 Hillcrest Drive Hampton Falls, NH 03844 (c) 603-***-**** ac0htb@r.postjobfree.com Hired to stabilize the hardware platforms, drive operations to meet our business needs and define technical solutions to critical issues inherent in the existing solution. o Identified and documented manufacturing process to support business goals o Performed technical due diligence on 3rd generation technology providers operating in a Linux environment o Performed design verification (DVT) on semi-custom platforms including SI, Power and Thermal systems o Initiated vendor technical conferences to align strategic initiatives o Directed and implemented Solid-State and Spinning drive technology evaluations in a Linux environment o Manage the implementation of product compliance test initiatives such as HALT, FCC, UL and CCC The focus of the 3rd generation video platform initiative was to address the fundamental technology and business risks facing the business unit. Through a re-architecture of the server platform I was able to eliminate SSD technology limitations as a solution risk. By leveraging a new server provider we were able to show a 40% per unit cost savings with a 2 year ROI of 1000%.

Botsford EcoTech Partners, LLC. (2008 2010) VP Engineering, Chief Operations Officer Responsible for management of technical and operations staff o Expanded Company from 2 employees to a 60 person work force o Negotiated key contracts with vendors and service providers. o Developed marketing strategy and collateral, sales pitch and supporting presentations. o Released a rewrite of our SaaS application ELM 2.0 to the marketplace ahead of schedule o Gross margins were brought above 60 points and direct labor charges were reduced by 40%. Given the rate at which the company was growing, there was a need for better engineering and product management process. Based on the Varona Sys a product development lifecycle control module was implemented that enabled us to better identify revenue generating features, minimize engineering inefficiencies and increase overall product quality. Through these efforts we were able to release 50% less defects to the field and become 95% efficient hitting development schedules.

ELM Environmental, LLC. (2007-2008) VP Engineering and Product Management, Founder (acquired by Botsford) Managed the definition, design and development of SaaS compliance application. o Validated market through direct interviews with more than 400 companies. o Developed functional definition and architecture of product. o Defined go-to-market strategy for product launch focusing on 1% of the market with specific pain points. Release two revisions of our ELM SaaS product, fielded the application and begin supporting customers. Critical was the focusing of development on those features that were essential to closing initial customers. Managed the definition of the minimum viable product (MVP) feature set. This effort allowed us to discard 30% of the proposed features and develop the product in 50% less time than initially planned.

Motorola, Inc. (2006-2007; Connected Home, On Demand Solutions) - Engineering Director, Product Architect After Broadbus Technologies was acquired, I continued my leadership role within the Motorola ODS business unit. Printed by BoltPDF (c) NCH Software. Free for non-commercial use only. Frank Stifter

9 Hillcrest Drive Hampton Falls, NH 03844 (c) 603-***-**** ac0htb@r.postjobfree.com o

o Continued architectural and technical leadership roles from Broadbus position Motorola is very concerned about quality and the hidden expenses associated with product defects, which is evident through their SixSigma program. Realizing this was a concern, I achieved my Yellow-Belt certification and managed 2 Green-Belt programs. The result of this was a 50% reduction in manufacturing system level test and an annual savings of $250K in wasted materials and labor.

Broadbus Technologies, Inc. (2002-2006) Engineering Director, Product Architect (acquired by Motorola) Managed the development program associated with delivery of a solid-state video server to the MSO and Telecommunications markets.

o Managed a $25M annual development budget .

o Recruited 30 Electrical, FPGA, verification, mechanical and firmware/diagnostic engineers. o Implemented development process, researched and selected key technologies; adopted tools flow. o Led design implementation and technical reviews for PCB, FPGA, SI, Diags and mechanicals with peers o Deliver first functional product within a year.

o Delivered 150% of the requested functionality all while staying within budget and on schedule. Given our tight development schedules and large team, hardware bring-up and system integration was a key activity to our success. The complexities of our system included the integration of many diverse technologies and development work products from teams like diagnostics, embedded software and EMS software. It became evident that there were too many moving parts and controls needed to be placed on the activity. By implementing a set of resource management initiatives, assigning functional integration control responsibilities and leading a daily integration team meeting, we were able to identify blocking items five times faster and resolve these items 10 times more rapidly which allowed us to hold schedule 90% of the time by keeping the entire engineering staff engaged and focused on the mission. Gotham Networks, Inc. (1999-2002) - Director, Product Architect Responsible for the program that delivered a multi-service network switching platform to the telecommunications industry. o Responsible for a $15M annual hardware development budget . o Directly managed and implemented FPGA, PCB, mechanical, integration lab and compliance engineering. o Developed 8 unique FPGAs, 12 PCBs and 2 chassis that passed NEBS Level3 compliance testing. Gator Communications, Inc. (1997-1999) - VP Engineering, Product Architect, Founder Responsible for product development including hardware architecture, industrial design and use-case identification. Cabletron Systems, Inc. (1991-1997) - Engineer

Responsible for design and implementation of several enterprise class products (ATM and Ethernet switches, media access devices) and supporting ASICs.

References:

Available on request

Patents:

Multiple issued

Printed by BoltPDF (c) NCH Software. Free for non-commercial use only.



Contact this candidate